Kaizen

We believe -

“Simple little ideas on a continuous basis give the organization more benefits than one major innovation over a long period of time.”

“Not a day should go without some kind of improvement being made somewhere in e-Zest “.

When KAIZEN is adapted in organizations and management perspectives, however, it is easier to talk about it than to implement it. It is very natural that people will propose some kind of change in their own work place, when they become dissatisfied with their present conditions. Some of the improvements could be carried outright away. Perhaps, the boss won’t even notice them. However, when approval is required, several kinds of responses from the boss could have taken place. At e-Zest the Director himself encourages all the students, supporting staff and the faculty to carry out their ideas. The Director then appreciates the efforts and gives recognition. That’s what people expect when they propose something. The positive response given by the boss will then develop trust with the subordinates and stimulate other improvements. This approach, this will create momentum for continuing improvement.

The Real Organizational Life

That’s what really happens in organizational life. Bosses discourage subordinates and the subordinates become skeptical. They stop making proposals, suggestions and improvement and the organization becomes very stagnant. Sometime, the bosses are aware of the stagnation and buy a new machine, change the layouts, or even hire a bunch of consultants to make a breakthrough. They do that because it’s their function to make breakthroughs. They change everything and rock the organization. However, they don’t change themselves and still criticize their subordinate, tossing wet blankets to the people. This is very important point, which change and improvement should start from top management. Top management should change their own behavior when dealing with subordinates.

e-Zest puts the top management commitment as priority number one. Without such change, we could not start KAIZEN in the organizations. Traditional management always says that there are two classes of people in the organization. One is a group of thinkers who think and innovate new ideas, and another is a group of workers who are required to work with their hands. The worker class should not think of anything, except work, work and work. There is an actual management philosophy in parts of the world saying “factory workers should leave their brains by the entrance gate prior to entering the factory”. The message is clear, management doesn’t want your thoughts, they only need your hands and muscles, however, the concept is people are an extension of machines.